The Platform of Agile Management And the Program to Implement It

Introduction  Part One: The Principles of The Platform of Agile Management  1. The Why, The Who, and The How  Opening remarks  1.1. The why of agile management  1.2. The who of agile management  1.3. The how of agile management  Closing remarks  2. The 3 Tutors Of Thought and Systemic, Stimulating, and Systematic Thinking  Opening remarks  2.1. The systemic and strategic principles  2.2. The stimulating and synergizing principles  2.3. The systematic and swiftness principles  3. The Triple "A" of Agile Management  Opening Remarks  3.1. The basics of agile management  Closing remarks  Part Two: The Paradigms of The Platform of Agile Management  4. The 4 Behavioral Drivers  5. The Business Value and The 5 Corporate Capitals Opening remarks  5.1. The tangible and the intangible resources  5.2. The 5 corporate capitals  5.3. The capital-components  Closing remarks  6. The Organizational Capital and its 5 Capital Components  Opening remarks  6.1. The organizational capital  6.2. The strategy fundamentals  6.3. The systems of management  6.4. The style of the leadership  6.5. The structures of the organization  6.6. The shared critical capabilities  Closing remarks  7. The Talent Capital Opening remarks  7.1. The war for talents  7.2. I know talent when I see it  7.3. The talent capital and the self-manage teams  7.4. The management of the human resources  7.5. The administration of the human resources  Closing remarks  8. The Market Capital  Opening remarks  8.1. The product capital  8.2. The brand capital  8.3. The customer-capital  Closing remarks  9. The Life- and Time-Cycles, and the Financial Capital  Opening remarks  9.1. The life-cycles and the time-cycles  9.2. The time-cycles  9.3. The financial capital  10. The 5 Value-Chains  Opening remarks  10.1. The strategic approach to the value-chains  10.2. The structures of the 5 value-chains  10.3. The organizational approach to the 5 value-chains  10.4. The scrum  Closing remarks  Part Three: The Practices of The Platform of Agile Management  11. The Strategic Planning  Opening remarks  11.1. The traditional strategic planning  11.2. The why of strategic planning  11.3. The who of strategic planning  11.4. The how of strategic planning  Closing remarks  12. The Agile Development and Deployment of Strategies  Opening remarks  12.1. Hoshin Planning  12.2. The Model of the Two Rings  12.3. The 4 steering processes on the outer ring  Closing remarks  13. The Model of the Two Rings and the Agile Modus Operandi  Opening remarks  13.1. The agile modus operandi  13.2. The IT-platform  Closing remarks  14. The Reviews–Evaluations–Recognition System  Opening remarks  14.1. The reviews  14.2. The performance evaluation system  14.3. The business-value and the return on total resources  14.4. The management scoreboard  14.5. The recognitions and the rewards  14.6. The strategic agility and the operational agility  Closing remarks  Part Four: The Program of Management Innovation  15. Programs of Management Innovation  16. The Decision-Making  16.1. The why  16.2. The who  16.3. The how  17. The Preparations and Building Support  17.1. The preparation of the launch  17.2. The program of the introductory seminars  18. The Launch of the Program and the Improvements  19. The Reviews, The Extension, and the Renewal of the Program  Part Five: Leading Thoughts  20. The 5 Avenues for Management Innovation  20.1. Measuring and managing the business value  20.2. Culture  20.3. The stakeholders  20.4. The innovation of management innovation  20.5. The tutors of thought  Appendix 1: Maps　

Biography

Dr. Willy A. Sussland is the author or co-author of well over a half a dozen business books as well as of a string of papers that build on his experiences consulting with the senior management of private and public enterprises; in ascending international positions with multinational corporations based in Europe, in the USA, and in Latin America; lecturing strategic management to post-graduate MBAs at the Swiss Federal Institute of Technology Lausanne, and at the University of Geneva.

"In an agile organization people widely take up responsibility, are more actively involved in change processes, contribute in a creative way and collect the learning results, which they share, multiply and further develop. Willy Sussland shows in an integrative way how agility leads to a learning organization." Prof. Gilbert Probst, Chairman of the Board Swiss Geneva Bank, Formerly a Director of World Economic Forum